THE AUSTRALIAN PUBLIC SERVICE BIG DATA STRATEGY. Comments from AIIA

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1 THE AUSTRALIAN PUBLIC SERVICE BIG DATA STRATEGY Comments from AIIA JULY 2013

2 INTRODUCTION The Australian Information Industry Association (AIIA) is the peak national body representing multinational and domestic suppliers and providers of a wide range of information technology and communications (ICT) products and services. We represent over 400 member organisations nationally, including global brands such as Apple, EMC, Google, HP, IBM, Intel, Microsoft and Oracle; international companies including Telstra; national companies including Data#3, SMS Management and Technology, Technology One and Oakton Limited; and a large number of ICT SME s. Our members and their employees contribute to the nearly 8 per cent that ICT contributes to the Australian economy. All of our members, large and small are committed to developing Australia s digital capability and presence nationally and on the global stage. AIIA welcomes the development of this Big Data Strategy and is pleased to have the opportunity to respond to the Consultation Draft. BACKGROUND Our comments in response to the Consultation Draft build on those provided in response to the AGIMO Big Data Strategy Issues Paper released in April 2013 and the outcomes of the Big Data Summit hosted by AIIA in March this year. The Summit explored the benefits of Big Data and its potential for delivering better decision-making and more effective analysis to support enhanced government policy making and improved service delivery for consumers, businesses, government and citizens. AIIA is pleased to note that the Consultation Draft Strategy has had regard to the comments we provided in April and also some of the key themes that emerged during the Big Data Summit. 2 P a g e

3 COMMENTS AIIA notes the scope of the Strategy including coverage of the opportunities and challenges in taking a Big Data agenda forward. We note acknowledgement of public sector data as an asset and the encouragement given to agencies to engage with industry in optimising Big Data opportunities. We also note recognition of the skills related issues that AGIMO has identified as critical to harnessing the benefits of Big Data analytics. We are pleased that the Strategy includes an overview of what the future might look like in terms of how Big Data analytics can be applied by agencies and the tangible outcomes and community benefits that can be delivered through the application of this technology. We would make the following comments in the spirit of refining the Strategy. 1. The Vision as stated outlines the various things that can be achieved using big data and big data analytics. Our view is that the vision should be more ambitious and aspirational. For example a vision that aims to position the Australian Government as an exemplar user of Big Data techniques to drive more timely, accurate, personalised services to citizens; more evidenced based policy and program development; and more efficient, effective, transparent and accountable Government administration. And the reason this is so important is because we want to be a world leader in how Government works to the benefit of its citizens. 2. In relation to the Principles: a. Principle 3 requires clarification. It is currently unclear whether this principle refers to the integrity of the data or the integrity of the process. While sub-point 3, Big data expertise, resources, capabilities and the knowledge that is developed around big data analytics will be shared across government agencies, may support transparency of process, we believe it better fits under the Principle 4 which relates specifically to skills. We believe that if this is about promoting the importance of data integrity this principle should have regard to ensuring transparency of the data source including its level of completeness and currency. 3 P a g e

4 b. In relation to Principle 5, AIIA strongly encourages AGIMO to include the concept of collaboration with industry and academia. The term engagement is useful but potentially limiting and agencies should be encouraged to actually work with third parties where there is clear advantage and benefits in doing so. c. Additional issues, aligned also with concepts of open data, which need to be captured by the Principles include: i. The discoverability of data to support meaningful big data analytic exercises, particularly if it is to be made available to other agencies or third parties for analytic purposes ii. Linked to the above, the need to ensure any data that is made available for the purpose of big data analytics is usable and contextualised. This also relates to issues of data curation and management to support both the ability to undertake big data analytics and to give appropriate authority to big data analytic initiatives. 3. In the area of Actions, AIIA believes it is important that the Actions include reference to at least a couple of big data projects to be initiated by Government. We appreciate that the focus of current actions is on setting the framework and foundations for Agencies to enable conduct of big data initiatives but suggest specific projects are called out and included in the Strategy delivery and reporting framework. The commitment of Agencies to the Strategy is unclear in the absence of such examples. As noted, these will also help to practically inform other proposed Actions. a. In relation to Action 1, Guidance material should also alert Agencies to the opportunity to share across Agencies for the purpose of big data analytics. The bringing together of data from a range of datasets exponentially increases the scope of what can be analysed and discovered and better inform holistic policy and program development. b. In relation to Action 2, we recommend it is clear that barriers include consideration of technical, policy, skill, resource and cultural barriers and that the process result in the development of appropriate mitigation and remedial strategies and actions. 4 P a g e

5 c. In relation to Action 3, it should be noted that there is an opportunity to draw on industry expertise to inform skill requirements and provide intelligence on emerging trends and skill developments/needs. d. It is unclear the extent to which Action 4 is different to Action 1. e. AIIA recommends that an additional action be included to examine the technology, methodologies and tools required to support big data analytics and that this include an audit of big data capability across Government. The outcome of this will help inform areas where the next step strategy will need to be developed. f. AIIA also recommends that an action is included that monitors, measures and reports the take-up, use of big data analytics by Government agencies and/or their respective progress in terms of moving towards big data capability. AIIA believes it is important to measure progress and identify where and why big data opportunities are not being explored. SUMMARY AIIA welcomes the Government s preparedness to progress the big data agenda. We anticipate that big data analytics will be a growing trend in the medium terms and that it is important that Government is not left behind. Industry already has deep experience in this area and is pleased to offer assistance to AGIMO to progress the agenda. 5 P a g e